Statistics and Job Market Trends

Working parents are still struggling post-pandemic. According to Pew Research, about half of them said the pandemic has made it harder to manage childcare responsibilities. Working mothers in particular, reported experiencing professional hurdles such as feeling like they couldn’t give 100% at work or needing to reduce their work hours due to parenting responsibilities.

Even as the country has returned to pre-COVID protocols, working parents and employees with family responsibilities are still dealing with COVID complications, such as long absences from work and school when someone in the family gets COVID. This is in addition to everything else that parents and caregivers are juggling.

If you’re looking for ways to retain and support your talented parent and caregiver employees, here are some benefits you might consider:

Flexibility

It can’t be stated enough: flexibility is crucial for anyone managing responsibilities outside of work, whether that’s children, aging parents, or even a pet. Unless you’re a business that requires dealing with customers or on-site work, giving employees the freedom to complete their work on a schedule that works for them is a key benefit.

“Offering things like flexible hours, telecommuting, and condensed work weeks can make a big difference,” says Linda Shaffer, chief people and operations officer at Checkr, an HR technology platform. “At Checkr, we offer flexible start and end times, allowing people to work around their children’s schedules. We also have a remote work policy, which allows parents to work from home when needed.”

A Remote Work Stipend

A stipend that allows your workers to purchase supplies that make it easier for them to work remotely can increase their efficiency at home and make things easier. For instance, a parent working from home could benefit from things like a divider, noise-canceling headphones, a good microphone, or even a seat cushion that makes their chair more comfortable.

“I love when I see companies saying, ‘Find a quiet place in your home to work,’” says Jill Santopietro Panall, a human resources consultant at 21Oak HR Consulting. “If you have three or four children, that’s not a thing. What does that person need?”

Flexible Sick Time or COVID Days

COVID-19 hasn’t gone away completely and may have a resurgence. With COVID absences requiring at least five days at home, workers can go through their sick days in record time. For instance, an employee may have to leave work just to pick up a child from school who’s tested positive for COVID.

“In some cases, companies are adding a little time that’s only for COVID,” Panall says. “It’s not extra time — it’s so they’re not getting killed on using their sick time when COVID keeps popping back up.”

A Working Parents ERG

Employee resource groups help different sets of people at a company feel connected and can strengthen employee engagement. An ERG for working parents can go a long way toward creating a supportive culture at your company. Monster, for instance, recently introduced a Parents and Caregivers ERG.

“Providing a safe space where employees can be their authentic selves and discuss how to better support and educate their workplace is highly effective,” says Adam Selita, CEO and cofounder of The Debt Relief Company. “ERGs have also been proven to help improve workplace satisfaction, as well as improve workplace conditions for employees who might feel marginalized.”

Child Care Support

Child care is a challenge for many working parents. Still, as recently as January 2020, only 6% of firms offered any child care benefits, according to a survey by B2B ratings platform Clutch. There are various ways to do this, including offering child care subsidies, backup child care assistance, or flexible child care spending accounts.

“Daycare is a big issue,” says Matthew Burr, a human resources consultant in Elmira, N.Y. “Is there an option to put a daycare center in your organization? As a perk or incentive? All those things are opportunities.”

Money Toward Education

If you have the means, offering benefits that can be used to pay for education can go a long way. According to data from Willis Towers Watson, an increasing number of companies are considering offering benefits like tuition reimbursement, student loan refinancing or 529 contributions this year or next.

“I just reviewed an offer letter from a friend who’s going to a company that had monthly deposits you can use toward your own student loans or your college student’s tuition,” Panall says. “That really says, ‘We’re digging deep.’ That’s for companies with bigger, deeper pockets, but that’s such a hot topic right now.”

Showing You Value Your Parent and Caregiver Employees

The more you can show that you value your parent and caregiver employees, the better your chances of hiring and retaining great talent. “I think there’s been an evolution, and people’s expectations and demands are going to change,” Burr says. “If you’re not offering me what I need, I’m going to get on the Internet and find something different.”

Since the pandemic, women have been rethinking the place of work in their lives, which means companies may have to rethink their methods of recruiting and retaining them. And according to Monster’s worker poll, women put fair pay, career growth and female mentorship at the top of their benefits lists.

Here’s what women are valuing at work, based on our poll data:

Equitable pay

A clear majority (82%) of women choose “fair and equal wages” as the benefit they value most in the workplace, according to Monster’s poll, and only 24% of women believe that men and women are paid the same where they work.

In some states, new pay transparency laws are bringing this issue to the forefront as employers are required to post pay ranges in job advertisements or provide pay ranges to internal employees who request it. Some employers are proactively making the information available to help level the playing field, and conducting pay audits to keep themselves on track.

“One of my clients just worked with a consulting firm to go through all their pay and look at pay equity, and they had to make massive changes,” says MaryBeth Hyland, a workplace-culture consultant and founder of SparkVision. “The majority of people getting the highest pay had to do with how long they were there and not the impact of their work. They had to shift a lot of the old ways of thinking, because there was a huge discrepancy with men versus women and with tenure versus impact.”

Growth opportunities

Two-thirds (63%) of women value “a clear vision for the future of their career,” and 69% of women would consider turning down a job offer if the company lacked career growth opportunities for women. Only 23% of women think all employees at their current company receive the same quality and quantity of opportunities.

This is a good note for companies interviewing new talent – be clear about where women can go at your firm. “You can say, ‘This is how we plan to outline your career growth,’” says Monster career expert Vicki Salemi. “‘Here’s your one-year, two-year, five-year plan.’ So they see there are intentions behind it. That’s what they’re looking for, ultimately.”

Female representation

Nearly a third (31%) of women say they value female mentors in the workplace, and 45% said they’d consider turning down a job offer if the company lacked either female leaders or female employees.

This might feel like a chicken and egg problem — if you need women to attract women, what do you do if you have fewer women? It’s important to have a strategy. If you don’t have many women in leadership positions, for instance, let applicants know what steps you’re taking to address it.

“It’s a matter of being proactive with candidates and saying, ‘Right now we have 10 people in our C-suite and two who are women,” Salemi says. “‘This is how we plan to groom the current management team so women have a seat at the table.”

It’s also important to be able to show that you’re putting time and money into women-oriented talent outcomes. “Where are we showing up?” says Darcy Eikenberg, an executive and leadership coach at Red Cape Revolution. “Are we investing in attending events that specialize in women in STEM? Can we tell a story about spending X amount of dollars on a women’s development program, and what the outcome of that is? If there’s not the investment to begin with, you can’t expect a return.”

Family benefits/flexibility 

A quarter of women said they value maternity leave and/or childcare benefits, and another 11% said they value fertility and/or family planning services. Thirty-seven percent said they’d consider turning down a job offer if the company lacked adequate flexibility for working parents, and another 30% said they might walk for lack of adequate parental leave or childcare benefits.

“There’s so much research showing how many women dropped out of the workplace during the pandemic because of the childcare situation,” Hyland says. “It created an opportunity for many companies to start to understand what it looks like to be flexible.”

In many cases, flexibility and family benefits go hand-in-hand, since offering flexible scheduling, remote work or a four-day work week could enable female employees to better manage the work-life juggle. “Companies will see that if working parents don’t have the flexibility they need, there are other employers that will offer it,” Salemi says.

When it comes to creating a diverse, equitable, and inclusive culture, modern workplaces have come a long way, but there’s still plenty of work that needs to be done. According to a recent Monster poll, an overwhelming 91% of workers said they have experienced discrimination in the workplace. Likewise, 77% said they have witnessed an act of discrimination at work.

Workplace discrimination, of course, can take many forms and can stem from a number of conscious and unconscious biases related to age, race, gender, sexual orientation, even a person’s physical appearance, name, or accent. When it comes to the job application process, for instance, Monster’s poll found that 50% of workers have experienced discrimination based on age and 40% based on race.

“Discrimination in the workplace and job application process can manifest in various forms,” says Stewart Parnacott, a certified registered nurse anesthetist and instructor at Baylor College of Medicine. “Examples include bias during candidate screening based on age, race, gender, or other protected characteristics. Discrimination can also be evident in the allocation of job responsibilities, promotions, or opportunities for growth, leading to disparities and inequities among employees.”

Below, we’ve provided some expert guidance on how employers can check their biases to create a more inclusive workplace.

It Starts With the Job Description and Application Process

The job description is typically a candidate’s first view into what a company values and the type of people they want to hire. When job applications require a set number of years of experience or a laundry list of requirements for candidates to meet, that position becomes limited to a very select group of people.

“Recruiters swiftly scan resumes, seeking specific keywords to capture their interest, such as prestigious universities, notable employers, or affiliations with organizations or clubs,” says Janet Stovall, global head of DEI at NeuroLeadership Institute. “Regrettably, many exclusive educational institutions and groups have historically limited access, excluding many from the opportunity to add these to their resumes.”

To be more inclusive and attract a more diverse candidate pool, employers should look at transferable skills and how someone’s experience (or lack thereof) can provide an opportunity to diversify their workforce and promote a culture of learning and growth. Additionally, Joseph B. Hill, a partner at Bridge Partners, says a blind hiring process, where names, addresses, and academic institutions are removed from job applications, can help eliminate bias right from the start. Employers can also make sure every job listing includes an equal employment opportunity (EEO) statement that encourages applicants from underrepresented groups to apply.

Build Inclusive Hiring Teams

As candidates move through the hiring process, they may get a less than welcoming vibe from interviewers or hiring managers. This can sometimes be caused by a lack of diversity among the interviewers—if candidates don’t see themselves reflected in the interviewing panel, it might be difficult for them to imagine themselves belonging in that company. Microaggressions, such as telling a candidate “you’re so articulate” or asking a candidate with an uncommon name “where were you born?”, also sends a denigrating message.

“Prioritize diversity within hiring teams to ensure a comprehensive view of candidates, and hold team members accountable for their interpretations,” Stovall says. “Open discussions of these differences lead to more well-rounded hiring choices. Without diverse input, biases can thrive, leading to biased decisions like hiring for ‘cultural fit’ or misunderstanding resume gaps as a lack of commitment.”

Interview questions that focus more on personal attributes rather than on job-related qualifications, skills, and experiences can also create a breeding ground for unconscious bias to manifest. Stovall says structured interviews, where all candidates face the same role-focused questions, can help mitigate bias by allowing each candidate the same opportunity to effectively tell their story and explain why they are right for the role.

Offer Robust Benefits, Policies, and Training

Outside of the hiring process, discrimination can also rear its ugly head when it comes to an employer’s benefit options and workplace policies. This can include healthcare access, such as fertility or mental health support, paid time off for religious holidays, parental and family leave policies, adoption benefits, eldercare leave, childcare subsidies, and more.

To prevent workplace discrimination and foster inclusivity, Parnacott says employers can implement comprehensive policies and benefits. “Emphasizing diversity, equity, and inclusion in hiring practices can promote a diverse workforce,” he says. “Providing inclusive parental leave policies that cater to all parents, regardless of gender, is essential. Offering mental health resources and accessibility accommodations can further support employees with disabilities. Emphasizing training on anti-discrimination and unconscious bias can also enhance awareness among all staff.”

Further, it’s important to communicate DE&I policies throughout the organization to ensure understanding and compliance. This is where many employers fall short. According to Monster’s poll, 45% of workers said they are unaware of their company’s policies against workplace discrimination. To improve communication, employers can spell out these types of benefits and policies in their employer value proposition and branding as well as making them easy to find on career and employee resource websites.

Implement Equitable Processes for Promotion and Development

Creating merit-based processes for promotion and development can help ensure that it is unbiased and equitable across the organization. This often starts at the top with the leadership team. When promotions are biased, or based on an individual’s background or identity, it can lead to a lack of diversity in leadership, which can have a negative impact on a company’s culture, productivity, and bottom line.

Likewise, Monica McCoy, CEO and founder of Monica Motivates, says, “Research by McKinsey & Company and Boston Consulting Group, among others, has connected more diverse and inclusive management teams, as well as more diverse and inclusive workforces, with greater employee engagement and satisfaction, more innovation, and greater productivity and profitability, all of which overlap to some extent.”

Here are a few ways employers can diversify leadership and ensure that opportunities for promotion and development are equitable:

• Establish clear promotion criteria and expectations.
• Provide development opportunities and resources, such as mentoring, training, and coaching, to all employees.
• Create employee resource groups (ERGs) that support underrepresented groups in the organization.
• Use objective and consistent evaluation methods across the organization that are based on job performance, skills, and experience.
• Require that at least one person from an underrepresented background is considered for each leadership position.
• Consider internal candidates for roles so employees see that there is a path for career advancement.

Provide a Safe Space for Workers

When it comes to reporting an incident, Monster’s poll found that less than half (44%) of workers feel comfortable reporting discriminatory behavior to a company-provided anonymous reporting resource. Even fewer are comfortable bringing it up to HR or their manager, while 28% said they don’t feel comfortable reporting discriminatory behavior at all.

“This data suggests issues of culture—most specifically, lack of a culture of inclusion and belonging,” Hill says. “If you’re not being included, you’re being excluded. At some point, you’ll feel as if you don’t belong. When someone feels isolated and unsupported, it’s not a surprise they’d be uncomfortable reporting discrimination where the likely result is no change. Fixing this takes hard work as culture change does not happen overnight. It’s important to create an environment where employees feel psychologically safe. Employers must ensure a belief that no one will be punished or humiliated for speaking up. Leaders must create an environment where everyone has the courage to speak up and the confidence to know they’ll be heard.”

To encourage more employees to speak up, Stovall suggests that employers can:

• Set clear guidelines and clearly communicate anti-discrimination policies and reporting steps.
• Assure privacy to ensure confidentiality and minimize fear.
• Establish no retaliation policies that ensure reporting won’t lead to punishment.
• Train employees to recognize and address discrimination.
• Swiftly address reported discrimination to build trust.
• Share action taken in response to reports for transparency.
• Establish forums for employees to discuss concerns and find support.

Learn More About DE&I

From revamping talent pipelines to auditing hiring processes, Monster’s DE&I Hiring Guide provides additional guidance for employers looking to expand their talent pools to attract and retain a diverse workforce. Download today to learn more.

Social media is a cultural constant, but employees have various opinions on the role of social media at work. A majority of workers (57%) think most social media use in the workplace is unprofessional, according to a new Monster poll.

“If employees are sitting there and they’re on social media half the day while everybody else is trying to get their job done, I can understand thinking it’s unprofessional,” says Cornelia Gamlem, a speaker and consultant and co-author of The Big Book of HR.

From appropriate social media use to employee panic at the thought of their employer finding them online, here’s the lay of the social media land:

Social Media Use at Work

Despite many workers feeling like personal social media use at work is off limits, 42% of workers spend up to four hours on social media for personal use during work hours (excluding work-related social media like LinkedIn). And 22% of workers use social media to take mental health breaks during work.

Regarding the first statistic, Mikaela Kiner, founder and CEO at HR consulting firm Reverb, questions any employee spending that much time on social media. “You can’t possibly have a challenging enough job if you have four hours to spare,” she says.

As for mental health breaks, Kiner points out that everyone takes a little time throughout the day. “Whether I’m going to get up and walk around the block or grab a glass of water and chat with my colleagues, we need breaks,” she says. “Whatever people are doing during that time — as long as it’s not illegal or inappropriate, do whatever it is you need to do.”

Workers Have Privacy Concerns

Half of workers prefer their employers not follow them on social media so that they can avoid mixing their personal and professional lives, Monster’s poll found. And 30% think that their CEO finding and following their personal social media account is scarier than holding a spider or snake, skydiving, going to the dentist, and blind dates.

Further, 56% of employees think it’s unethical for employers to scan or scroll through their employees’ social media accounts, excluding work-related social media like LinkedIn.

But if a social media account is publicly viewable, there’s always a chance that an employer will run into it. “These things are all in the public domain, and many employers actually make a habit of looking at the social media of candidates,” Kiner says. “It’s a place where employers can learn about you.”

A public account can definitely get an employee into trouble. One woman in Denver was reportedly fired from a new job after she posted several videos on TikTok about her salary. A public relations executive was fired after posting an offensive remark on Twitter.

(And a private account isn’t necessarily foolproof if the wrong person takes a screenshot and shares.)

Managing Social Media in the Workplace

A comprehensive social media policy can help prevent issues at work. “People are going to be on social media,” says Kathi Kruse, a social media strategist with Kruse Control Inc. “I find it better to have a policy that tells them what they should and shouldn’t do.”

An employer’s social media policy will depend on the industry, but in general, it should address intellectual property, use of company logos, not holding oneself out as speaking for the company without authorization and not publishing content that may be offensive or illegal in circumstances in which the employee may be perceived as speaking for the company, says David Miller, a labor and employment attorney at Bryant Miller Olive P.A.

Policies “may also deal with topics such as disloyalty to the company (i.e., encouraging an illegal boycott or other illegal acts), discrimination, ‘hate speech’ and the like,” Miller says.

But he also points out that the National Labor Relations Board (NLRB) is looking more closely at private sector social media policies with an eye toward whether or not restricting employee activity is legal.

“Thus, employers should frequently check their policies to make sure they are compliant,” Miller says. “What was legal yesterday may not be legal tomorrow.”

Learn More About Hiring Trends

From discrimination in the workplace to summer benefits and our State of the Grad report, Monster Intelligence contains polls and information on the latest trends and what candidates think of them. Visit today to learn more.

When temperatures rise and business slows, offering some hot summer benefits can help brighten up your employee benefits package. Typically offered to employees between Memorial Day and Labor Day, summer benefits can include anything from reduced hours and additional days off (i.e., “Summer Fridays”) to flexible dress codes and increased remote work flexibility.

While certainly not a new benefits trend, a recent Monster poll showed just how important summer benefits can be when it comes to attracting and retaining talent as well as improving the well-being and productivity of your workforce. Here are five reasons why employers should consider heating up employee benefits offerings during the summer months.

Improve Work-Life Balance

Summer vacation shouldn’t end at adulthood. As a child, summer was synonymous with family vacations, pool days, and playing outside. As an adult, that restless feeling doesn’t necessarily go away when the sun is shining and you’re stuck staring at spreadsheets. Allowing employees to make the most of their summer can help improve their mental health and work-life balance, among many other benefits.

Matt DiBara, CEO of DiBara Masonry, remembers what it was like being in the shoes of the employees and can relate to the feeling of wanting greater flexibility in the workplace during the summertime. “I can tell you that flexibility, not only in terms of office hours but also in dress code, is very important, especially in summer,” he says. “We started offering summer benefits a few years ago and noticed positive changes, such as improved productivity, fewer absences, and greater work-life balance. We started with small changes, such as allowing workers to wear clothes they are comfortable in and offering reduced hours to our employees. This left workers with more time to spend with their family and friends, pursue other interests, and feel more relaxed. In addition, we chose to offer a few additional days off. Summer is a great time to vacation, and we want our employees to have a good time. Though controversial, the decision paid off. We ended up with happier employees and other benefits, such as increased loyalty and better work-life balance.”

Boost Productivity

When it comes to summertime perks, “summer hours” are one of the most popular benefits offered as well as workers’ most beloved summer benefit, according to Monster poll respondents. Even with employees working fewer hours during the summer, though, employers shouldn’t expect to see any decreases in productivity. You may even find that your employees are more productive when they have less time to get their work done. According to Monster’s poll, 97% of workers who receive summer benefits said these benefits haven’t negatively impacted their productivity, with 66% saying their work productivity has actually increased.

“Offering fewer workdays might sound counterproductive, but it really is not,” DiBara says. “The thing is that happier employees are more productive. When they work fewer days or when they get more days off to do other things, they are happier and more energetic. A four-day work week alleviates the pressures of juggling work and personal life. It gives workers more time to spend on other things, leading to improved physical and mental health and paving the way for a more engaged and productive workforce.”

Offset Costs

Amid inflation and rising employer costs, any chance to save money should be taken into consideration. “A penny saved is a penny earned,” right? Giving employees Fridays off during the summertime, for example, can help businesses reduce utility expenses, like keeping the lights on, running the A/C unit, and more. The best part is that most summer benefits are of low or no cost to implement. “At the end of the day, it impacts your bottom line,” DiBara says. “You’re making more money, you’re saving more money, and you and your employees are less stressed.”

Let’s not forget that employees are not immune to the effects of inflation and the rising cost of living, either. By allowing workers to have more flexibility in where or when they work, you can help your staff lower commuting costs and reduce childcare expenses for working parents when school isn’t in session.

Retain Top Performers

Despite the many perks that come from offering summer benefits, fewer employees were offered them in 2023. According to Monster’s poll, 66% of workers did not receive summer benefits, with 43% saying their summer benefits were removed or reduced over the past year.

Taking away some of the most beloved summer benefits, like the four-day work week, may result in negative repercussions for employers. In fact, 27% of Monster’s poll respondents said they would consider leaving their employer if a four-day work week or “Summer Fridays” were eliminated.

In light of inflation and mass layoffs, Amy Laiker, head of New York at Tiger Recruitment says, “Businesses may have offered summer benefits during more economically profitable times, but with the tough economic climate that many are facing, decision-makers are cutting costs by reducing benefits. This shortsightedness demonstrates a lack of understanding from employers of the benefits that fairly small initiatives can have on the productivity of the team and in the power of a strong benefits package to attract and retain top talent.”

Attract Top Talent

Offering summer benefits like a shortened work week or the ability to work remotely could give employers a competitive edge in today’s tight labor market. Especially when recruiting younger Gen Z talent, offering greater flexibility in the workplace can be a great way to show candidates how much you care when it comes to their mental health and work-life balance. Just look at this year’s cohort of college graduates—about three-quarters of whom said they would be more likely to apply for a job if the position allowed them to work remotely from anywhere.

For employers that do offer summer benefits, be sure to showcase these benefits in your employer branding and talk about them during the interview process. “It is important to promote what you offer,” DiBara says. “That’s when recruitment marketing and employer branding come into play. One has to carefully write job descriptions, highlight all benefits, spread the word, and ensure employees are aware of what they’ll get if they choose to work for you.”

To help communicate summer benefits as part of your employer value proposition and branding, download Monster’s free Employer Branding Guide today.

Now past the halfway mark in 2023, a lot has changed since the beginning of the year. In January, 92% of businesses told Monster they plan to hire in 2023. Meanwhile, 96% of workers told Monster they were looking for a new job, but in June, only 32% said they’d started a new role.

Jason Leverant, president and chief operating officer at AtWork Group, says this can mean a few different things. “First, it indicates that the available talent that are currently looking for a new job don’t match the available jobs from various perspectives,” he says, which can be a sign of the growing skills gap. “Second, it also might indicate a disconnect between what employers are offering and what employees want. If employees aren’t seeing jobs that meet their needs from a compensation or benefits perspective, they aren’t likely to change roles.”

Below, we paired key takeaways from Monster’s mid-year check-in with expert advice, to help employers better navigate the ever-changing hiring landscape and finish the year strong.

Advertise Salary and Benefits to Attract Top Talent

Of the workers that are finding jobs, Monster’s mid-year poll found that about half (49%) said the reason they left their previous employer was because they were not making the salary they desired or did not receive an expected salary increase. This isn’t surprising considering earlier this year, 81% of workers said their wages were not keeping up with the rising cost of living, while 55% said they haven’t received a raise in over a year.

Amid inflation and rising interest rates, failure to pay employees a fair and livable wage can cost employers big time. Those concerned about attracting and retaining talent should ensure pay rates are competitive and find ways to better support employees during turbulent economic times. Employers should also keep in mind that pay isn’t the only form of compensation candidates look at. Beyond pay, today’s candidates are also looking for jobs that offer paid time off, flexible work, healthcare benefits, retirement contributions, and more.

Leverant says promoting pay and these types of benefits offerings to candidates in job ads and during the interview process can help employers attract top talent to their teams. “Including pay and benefits data in the job postings is a surefire way to increase the number of applicants to a position”, he says. “The only caveat is that the pay and benefits meet or exceed the average pay for similar positions in the market.” To ensure wages are competitive, employers can use Monster’s salary tool to quickly calculate average pay for the positions and markets in which they are hiring.

Provide Career Growth Opportunities to Retain High Performers

When it comes to hiring and managing existing workforces, it’s important to provide employees with opportunities to learn and develop within their careers. If there’s not a long-term plan in place, then high-performing workers likely won’t stick around for the long haul. This is especially true for younger, Gen Z workers and recent graduates—43% of whom said they would quit a job that didn’t offer opportunities for growth and advancement.

“Employers should highlight growth prospects in job postings and interviews,” says Norbert Marek, people and culture partner at HR Hints. “Providing a clear path for advancement can help attract ambitious individuals looking for long-term growth. Employers can also support their workers’ learning and development by offering mentorship programs, creating personalized development plans, providing access to training resources and courses, and fostering a culture of continuous learning. These initiatives demonstrate a commitment to employee growth and development, which can lead to higher job satisfaction and retention.”

Additionally, Leverant says, “Upskilling is another way to do this. By offering real, tangible opportunities for your employees to develop new skills and enhance the skills they already have, they build stronger ties to your organization. It helps with attraction, engagement, and retention.”

Ramp Up Hiring Efforts to Tap Larger Candidate Pool

Despite New Year’s resolutions to find a new job, Monster poll data suggests that the beginning of the year may not be the best time for employers to hire. At least that appears to be the case this summer, with the majority of workers saying they are more likely to look for a new job now than they were at the beginning of the year. In fact, 83% of poll respondents said they are actively looking for a new job, with monthly job search activity up 2% on Monster in June.

“The winter is expensive for the majority of workers,” says Gareth Whyatt, co-founder of The Sterling Choice recruitment firm. “Not to mention, the dreaded January month when most people are trying to get over the added financial weight from Christmas spending. Generally, by summer, people are feeling more positive, the weather has improved, we are all feeling good. Companies need to make the most of this time. Moving jobs is a huge decision and one that some people will only make five times in their lives. Companies need to be active in the job market when the population is happier and more open to options. Studies have shown that despite the classic ‘new year, new me,’ spring and summer is a time that psychologically we are more open to change and growth.”

For employers who are ready to hire today or are taking a wait-and-see approach, Monster has the tools and expert advice to help manage recruitment in today’s uncertain market. Download Monster’s latest eBook, Confident or Cautious: What is Your Recruitment Strategy for Managing in Uncertainty? to better understand what candidates want from employers and how to navigate today’s hiring landscape.

LGBTQ+ identity in the workplace has come a long way, but there’s still ground to be covered. About a third of workers (34%) identify as LGBTQ+ or queer, according to a new Monster poll of workers. But about one in six workers (15%) who identify as LGBTQ+ are not “out” at work, and 55% of workers estimate that their organization has fewer than two percent of LGBTQ+ identifying employees.

“I think that first number partly reflects that it’s becoming more commonplace, and that there are communities and support for people where they can navigate their identity,” says Mikaela Kiner, founder and CEO at Reverb, an HR consulting firm. “The unfortunate part of that statistic is that while there are people identifying that way, it’s still only a small percent of them that are willing to be open about it in the workplace.”

Here’s the latest on workers identifying as LGBTQ+ — and how companies can attract and retain diverse talent.

Create an Inclusive Hiring Process

Attracting LGBTQ+ talent requires building (and promoting) a culture of inclusion and belonging, starting with the application process:

• Write inclusive job ads. You might not even realize that your job advertisements are inadvertently biased, or written in a way that discourages certain groups from applying.
• Check your application system. Does it include a variety of pronoun and salutation options?
• Train hiring managers. Diversity training can help hiring managers make the right moves, such as respectfully asking about preferred pronouns during the interview process.

Determine Your Pronoun Strategy

Nearly eight in ten workers report that they’re never asked their pronouns when first meeting coworkers, Monster found. “To encourage equality and inclusivity, employees should be given the option to disclose pronouns, but it doesn’t have to be mandatory,” says Vicki Salemi, Monster career expert. “It is technically a new area, so the decision should ultimately be up to the employee to disclose it.”

There are also more passive ways to send a signal that preferred pronouns are a welcome topic: eight percent of workers identifying as LGBTQ+ (and six percent of straight or cisgender workers) include their personal pronouns on their email signature, company profile or video call identifier, for instance.

“That’s one thing we can do to normalize it,” Kiner says. “If it’s something everyone is doing, then it’s not calling anyone out. I like to think it’s the most inclusive approach, where everyone can just share pronouns.”

Show Inclusivity in Employer Branding

Workers consistently name a company’s diversity, equity and inclusion (DE&I) initiatives among their top priorities, so it’s important to spotlight the work your company is doing in this arena. Employer branding is one area of focus.

“There’s been a trend toward more personalized [equal opportunity employer] statements, getting away from just the legal verbiage,” Kiner says. “Saying things like, ‘We embrace all identities’ and being really proactive in how you express that, whether it’s on your website or on your job postings and other social media. Those are things that need to happen year-round, and not just in Pride Month.”

The employee value proposition is another area in which companies can be thoughtful and clarify their values and culture. For instance, you can use your EVP to commit to work-life balance, flexibility, DE&I and salary protection.

Build Belonging for New and Existing Employees

Three-quarters of workers (76%) say their organization doesn’t have an LGBTQ+ employee resource group or support group. ERGs foster a sense of community and help build employee loyalty. If you don’t have an ERG for your workers identifying as LGBTQ+ and their allies, consider gauging employee interest. Even if you’re a small employer, it’s still possible to implement an ERG on a smaller scale.

“The general message needs to be, ‘We’re welcoming you to be an employee as your full self, whoever you are,’” says Laura MacLeod, an HR expert and consultant with From The Inside Out Project, an employee-morale company. “And to model that, you could say you have support groups and you’re also open to starting groups.”

If you have an ERG or support group, make sure you’re giving it the resources, attention and planning it requires. What does the budget look like? How often will the ERG have events, and what kind of events will it have? How do you bolster education and community support?

“You don’t want to have an ERG just to have it,” Salemi says. “You want to make it robust, interactive, engaging and profound, so it has an impact on employees. It’s also helpful to market this from a recruiting standpoint to prospective job seekers, so they can see that they can be seen, heard, valued, and recognized.”

Learn More About DE&I

From tracking diverse candidates at your organization to auditing your hiring process, Monster’s guide, 5 Ways to Expand Your DEI Talent Pool, can answer all of your questions about creating an inclusive hiring process and retaining the best DEI talent. Download today to learn more.

They may be young, but Generation Z has high aspirations when it comes to making money. And we’re not talking 10 or 20 years down the road—Gen Zers want to make the big bucks now. Just look at this year’s graduating class: Compared to previous years, Monster’s 2023 State of the Graduate report found that more graduates expect to earn a higher starting salary this year, despite widespread layoffs and climbing employer costs. In fact, 62% consider pay to be the most important aspect of a job, with 45% expecting their starting salary to be higher as a result of inflation and the current economic conditions.

Another survey, conducted by The Harris Poll, puts a dollar amount on Gen Z’s salary expectations. According to the survey, Gen Z says it needs an average salary of $171,633 to feel financially healthy—the highest income compared to older generations.

Keeping in mind that not every company can afford to pay a six-figure salary to entry-level employees, we took a look at the state of the labor market and how employers can attract Gen Z talent to their workforces.

Where Is All the Gen Z Talent?

While commanding a high salary, Gen Z is coming up short in terms of labor participation. Since the start of the COVID-19 pandemic, roughly half a million workers ages 20 to 24 left the workforce. Not to mention, working-age Gen Zers are more than twice as likely to be unemployed than any other generation.

“The COVID pandemic created a number of dislocations in the labor market, one of which was that it left many people in their early 20s feeling lost,” says James (J.R.) Lowry, corporate chief operating officer, career coach, and founder of PathWise.io. “They experienced the pandemic at a time in their lives when they would normally have been finding their way into adulthood. The pandemic disrupted their academic lives, their social lives, and their development. I’ve spoken to a number of young people over the past few months who are just unsure what they want to do with their lives and struggling with at least some combination of apathy, disillusionment, and depression.”

Amy Laiker, head of New York at Tiger Recruitment, says another characteristic that sets Gen Z apart is that this generation has grown up in an age where there are more possibilities to make money outside the realm of what other generations might consider “traditional work.” She says, “Factors like the rise of social media platforms, such as TikTok, the crypto space, and other newer industries have fueled a growing notion of alternative ways of making money. Essentially, they are moving toward a self-employed, gig-working generation.”

Creating a Gen Z Salary Strategy

With Gen Z talent being particularly scarce—and with salary as its top concern—employers need to find ways to appeal to this younger generation (without breaking the bank, of course). Here are a few tips for creating a salary strategy that will help attract Gen Z talent in today’s economy.

Do Some Competitive Research

Failure to pay employees, including entry-level Gen Z workers, a fair and livable wage can cost employers big time when it comes to talent acquisition and retention. In fact, 43% of new grads said they would turn down a job that doesn’t offer competitive wages. About two-thirds of all workers told us they are looking for a higher paying job due to inflation and the high cost of living.

“All talent, regardless of the generation they belong to, should be compensated fairly for their experiences and skills,” says Dr. Kyle Elliott, MPA, CHES, founder and career coach at caffeinatedkyle.com. “Gen Z isn’t necessarily demanding higher salaries, but rather have access to salary data that has never been available to them before, and they’re using it during the interview processes, which means companies need to be ready for it. If your company is underpaying talent, Gen Z will know.”

To ensure wages are competitive, Monster’s salary tool allows employers (and job seekers) to quickly calculate average pay for the positions and markets for which they are hiring.

Include Wage Range in the Job Description

Over the past few years, pay transparency laws have come into effect in several states and cities, including New York City, Colorado, and Washington, requiring employers to disclose salary ranges for posted positions. Laiker says, “This change is perhaps indicative of the mindset of people that are moving into the workforce, namely that Gen Z are expecting transparency and employers should reflect this in their hiring strategies.”

Indeed, when it comes to recruiting Gen Z talent, including the pay range in the job description can be a good practice for employers, regardless of where they operate. In fact, many new grads (60% female, 40% male) said they wouldn’t even apply to a job that didn’t disclose salary in the job description.

“Companies only get one first impression, which means you don’t want to ruin it by being coy about salary,” Elliott says. “Talent doesn’t have the time or energy to beat around the bush around their paychecks, so consider posting the salary range in job postings, even if your state hasn’t implemented salary transparency laws.”

Discuss Salary Early in the Interview Process

Years ago, bringing up salary during the interview process was considered taboo among candidates. Gen Z, however, doesn’t want to wait to talk about what most members believe to be the most important aspect of a job. Monster’s State of the Graduate report found that about half of new grads consider an unclear salary during the interview process to be a major red flag.

“It’s important for recruiters to address salary early in the interview process to ensure that everyone knows where they stand,” Laiker says. “Rather than having a candidate attend multiple rounds of interviews only to drop out later once an unsatisfactory salary is revealed, discussing salary from the outset will ensure that time is not being wasted. It also means that more committed candidates are being put through to later interview stages. Cutting out those who are not a match for the salary being offered will streamline the entire hiring process and make it more targeted, which is exactly what Gen Z wants.”

With the average time-to-hire being around 36 days, setting salary expectations early on is a clear win-win for both employers and candidates.

Sell Them on More Than Just Pay

Sure, pay is important, but when it comes to hiring Gen Z, it’s important to keep in mind that this generation is evaluating more than just the dollar amount listed in the job offer. Monster’s State of the Graduate survey found that they are also looking for benefits like health insurance, retirement contributions, flexible work, and mental health support.

“Companies need to sell the whole package, one that includes compensation and benefits, but also includes culture, values, amenities, work environment, remote vs. in-office work, etc.,” Lowry says. “What’s evident to those of us who are older than Gen Z is that many of them care about non-financial factors, particularly with respect to topics like sustainability and social good.”